波音-精益生產(chǎn)案例(外文)

1、BoeingBoeingEverettIntroductionIntroductionLean Efforts777 Floor Grid Component Delivery Improvements747 Line Side Supply and Simplified Ordering SystemChemical Point of Use Stations767 & 747 Wing Seal Moving Lines747 Horizontal Stabilizer ProjectIntroductionBoeing is implementing Lean projects in v

2、arious ways throughout its Everett Plant。 The Company created an overall Lean Group to assist in the development and implementation of Lean initiatives throughout the plant。 Programs invite the Group to participate in specific Lean projects if desired。 The different airplane programs and organizatio

3、ns have also created their own Lean offices to focus specifically onLean effortswithin the particularprogram. For example, the 777 program has developed its own office， Critical Process Reengineering （CPR), to look for opportunities within the 777 line。波音在777再造（CPR777Throughout the Everett plant， Le

4、an initiatives have yielded measurable results。 Larger efforts， like some of those described below, have resulted in substantial resource productivity gains and savings。 Smaller efforts have also produced significant benefits。For example， the development and implementation of an alodine pen to be us

5、ed prior toprimer touch up， has reduced hazardous waste generation by approximately 36，55-gallon drums per year. As part of a small tool recycling and reconditioning program,the 777 Wing Majors shop is recycling plastic spatulas used to apply sealant， reducinghazardous waste generation by approximat

6、ely 90 percent （only the scraped sealant residue and velcro pad are disposed of， not the spatula itself)。貫穿整個(gè)埃弗雷特工廠，樂觀主動的精益推廣已經(jīng)產(chǎn)生出重要的成果。大的成就：像接下來會描述到的，像在重要資源生產(chǎn)效率和節(jié)省上取得了好的成效。小的成就：也產(chǎn)生了巨大的效益，例如：金屬365577790（)Lean EffortsTo illustrate in greater detail the affect of Lean Manufacturing efforts at the Ever

7、ett plant，five Lean projects were selected for closer examination。 The initiatives selected and detailed below are the 777 Floor Grid Component Delivery Process， the 747 Line Side Supply and Simplified Ordering System， Chemical Point of Use Stations， 767 & 747 Wing Seal Moving Lines, and the 747 Hor

8、izontal Stabilizer project。 These efforts are at various stages of implementation and the final effort, the 747 Horizontal Stabilizer Project has been put on hold due to technical and regulatory constraints。51777網(wǎng)格組件的運(yùn)輸過程；274734767 747;5747中最終一項(xiàng)成就，波音 7471.777 Floor Grid Component Delivery Improvemen

9、tsBoeing, as part of its overall Lean efforts, created a Lean Office to support the Twin Aisle , . also formed its own group, CPR, to analyzecurrent practices and identify potential Lean opportunities within the 777 program. In identifying potential opportunities, 777 operations were examined in tot

10、al， providing a broader perspective of the overall program。 In taking this more global approach, CPR identified as cost reduction opportunities the shipping processes used for seat tracks and floor beams. Boeing produces the parts in Wichita, Kansas and Tulsa, Oklahoma and then ships them to the Eve

11、rett plant in Washington State.作為整個(gè)精益生產(chǎn)成就的一部分，波音創(chuàng)建了精益辦公室去支持雙過道項(xiàng)目（747，,767777機(jī)型，波音777生產(chǎn)線也組建了屬于自己的團(tuán)隊(duì)CRP去分析現(xiàn)狀，并識別波音777項(xiàng)目中的精益生777CRP 在裝運(yùn)的過程中使用座椅導(dǎo)軌和門梁來削減成本，波音是在威奇托、堪薩斯、達(dá)拉斯和俄克拉荷馬生產(chǎn)這部分成品的，并將其運(yùn)送到位于華盛頓州的埃弗雷特工廠。CPR held a Link the Flow workshop to develop a Lean Vision for the shipping of 777 floorgrid compon

12、ents。 Workshop participants focused on shortening the overall value chain and developed a vision of the ideal shipping process. The participants also developed an interim vision, which serves as a midpoint target in the process of continually improving the shipping system。CRP777過度愿景.Previously, Boei

13、ng delivered 777 seat tracks from Wichita and Tulsa to the Boeing Everett plant by truck. The parts were unloaded at Receiving and Inspection and then delivered to the factory for assembly。 Boeing shipped 777 floor beams by truck from Tulsa to KansasCity then loaded them onto a train for shipment to

14、 Seattle via rail. From Seattle， a trucktransportedtransported the floor beams to Receiving and Inspection at the Everett plant. Eventually theparts were brought to the factory for production purposes。777777然后裝載到火車上，通過鐵路運(yùn)送到西雅圖.從西雅圖，一個(gè)卡車將門梁送到埃弗雷特工廠并檢驗(yàn)， 最終這部分門梁被送到各個(gè)工廠用于生產(chǎn).The Workshop resulted in a ne

15、w delivery method for 777 floor grid components. Trucks now transport seat tracks from Wichita to Tulsa, pick up the floor beams then， carrying complete ship sets，travel directly to Everett and deliver the parts directly to the factory foruse. Receiving and inspection processes are conducted at the

16、plant. The redesigned shipping process allows a single truck to deliver a shipset of floor grid components directlyto their point of use。這個(gè)車間為 777 機(jī)型地板網(wǎng)格組件開發(fā)了一個(gè)新的運(yùn)輸方法，現(xiàn)在改為卡車將座椅從威奇托運(yùn)輸?shù)竭_(dá)拉斯，As a result of the new shipping process， Boeing has realized the following resourceproductivity gains:Multiple Mu

17、ltiple transfers， rail travel, and truck travel to the rail heads have been completely eliminated。 Trucks no longer run empty from Kansas City to Tulsabecause shipping by rail has been removed from the process。Eight days of travel and three days of receiving and inspection have been eliminated。 C Ap

18、proximately 7，900 has been saved per shipset or $396,000in annual transportation costs。Floor grid inventory has been reduced by 25 percent. Components are now shipped to the factory when they are needed， reducing the number of overall shipsets required in the delivery pipeline.Each ship set uses 50

19、percent less transportation (and associated energy and maintenance）. Previously, Boeing trucked half of one airplanes worth of floor grids to Everett and trucked and then shipped by train the other half to Seattle；Boeing now ships one airplanes worth of floor grids in one truck from suppliersin Tuls

20、a and Wichita directly to the Boeing factory in Everett。l g f s s n , g a n n t 。 Decreased forklift operation represents savings associated with fuel ， maintenance, and driver time。Also， in response to Boeings new shipping process, the floor grid componentsuppliers have adjusted their manufacturing

21、 schedules so that they do not produce and accumulate excess inventory at their production sites.2.747 Line Side Supply and Simplified Ordering SystemThe Wing Responsibility Center， using a speciallychartered team working with the PartsControl Organization, (the organization responsible for material

22、 handling and inventory control across the Boeing Commercial Airplane Group）， developed the 747 Line Side Supply and Simplified Ordering System。 This 747 Lean project focuses on improving the inventory and supply chain systems for fiberglass panels comprising wing trailing edge areas。Under the previ

23、ous inventory and supply system, a supplier in Kent delivered bulk shipments of panels to the Everett plantBoeing temporarily stored the panels in a factoryparts control area before delivering them to the factory floor for installation. The fiberglasspanels are fragile， requiring each to have cardbo

24、ard wrapping， with approximately 60 percent having plastic bubble wrap inside the cardboard。 Boeing discarded the cardboard when unwrapping the panels in the factory parts control area and the bubble wrap when a mechanic installed the panel on an airplane.To provide better inventory control and decr

25、ease damage， the Wing Responsibility Centeris implementing a ”kanban cart system。 This system is built around constructing and introducing custom carts which the vendor in Kent will use to transport the panels directly to the 747 Wing Majors area point of installation. To control the amount of inven

26、tory shipped, one set of carts is capable of holding only one ship set of panels。 The Wing Responsibility Centers return of an empty cart signals the vendor that Boeing requires another ship set。The transportation carts are also designed to reduce packaging waste。 Carts have restraining straps and a

27、re segregated into padded compartments so that individual fiberglass panels require no packaging。 Carts are also more ergonomically correct toreduce worker injury。When fully implemented, Boeing anticipates the following resource productivity gains。Fiberglass Fiberglass panel inventory will be reduce

28、d from 14 ship sets to 。 C Rework due tohandling damage will be virtually eliminated. (Previously shipping and storing handling damage required fiberglass rework of a significant number of the 140panels in a ship set.）Approximately 350 cubic feet of cardboard and bubble wrap packaging will beelimina

29、ted per wing ship set.Parts and mechanics travel will be reduced because parts will be shipped directly tothe point of use in the wing assembly area。3.Chemical Point of Use StationsBoeings Safety, Health, and Environmental Affairs organization （SHEA） developed the Point of Use system for chemical ma

30、terials。 Generally, point of use efforts enable the storage of materials where the production process utilizes them。 Boeings key objectivesfor point of use chemical stations are reductions in mechanic travel and better control ofthe supply, use, and distribution of hazardous materials。 Ultimately， r

31、educed mechanic l e s e y l r r s 。y t s r point of use stations.Prior to implementing the point of use stations, several chemical disbursement centers, known as chemical cribs, distributed the paints, sealants, solvents, and other chemical materials required for airplane assembly. Mechanics were re

32、quired to pick up new materials fromand return unused and waste materials tocribs。 This entailed frequenttravel over substantial distances。The new stations are self-help areas that allow mechanics to pick up materials and return waste at the point of use。 A Hazardous Material worker visits the point

33、 of use stations at least twice a shift to check supplies， pick up waste, and resupply material for the specificapplications occurring within the station area。 Boeing controls the amount of chemical inventory and waste on the floor by using minimum/maximum quantities， right-sizing containers， （holdi

34、ng only the necessary amount of material required for a specific application）, and limiting each stations quantity of containers.Boeing tracks the point of use station materials by bar code to determine what types and quantities each factory location uses。 Boeing uses the tracking to prepare a 30 da

35、y reduction reportThe report analyzes the amount and type of chemicals used and helps todetermine how much inventory to carry where in the system. If a particular location does not use a specific product regularly, Boeing lowers the products maximum amount at the station。 Boeing expects to track dry

36、 goods for chemical applications in the future to assistin overall waste reduction.Eachpoint of use station also utilizes small， （less than 55 gallons） segregatedcans forwaste materials. Shops segregate their own waste， and Boeing color codes chemical products and the waste stream to reduce the poss

37、ibility of mistakes. Each also has a reusesection。 If material is leftover after an application， mechanics can place the excess material back at the station for future use。Implementation of the Point of Use Stations has yielded the following resource productivitygains：Chemical Chemical use per airpl

38、ane has been reduced by approximately 11。6 percentThe amount of chemicals on the shop floor has been reduced by 23 percentOverall material waste has been reduced due to the use of right-sized containers and easier mechanic access to materials； and C mechanic travel has been reduced by 56 percent， re

39、presenting an average of 567 fewer trips and 95 hoursof less travel per day。4.767 747 Wing Seal Moving LinesThe Everett Wing Responsibility Center has been engaged in efforts to establish several moving production lines. As part of that effort， the Center examined the 767 and 747 wing sealing proces

40、ses。 Operations within those processes include exterior sealing,in-tank sealing, pressure testing， and painting applications. The Center conducts these large scale chemical processes in a separate, dedicated factory building with full environmental controls， including specialized air cleaning and wa

41、ter collection systems。Cranes lift the large wing assemblies to the building from various areas in the factory whereassembly takes place。Previousoperations had each 767 and 747 wing craned into one of 12 different positions ine g r l d l g d e testin。y，moved each wing to three additional positions,

42、each corresponding to separate processes：spar（edge) painting，large surface painting in vertical paint booths, and a final job pickup position. As many as three sets of 767 and 747 wings could be in work at any given time.Chemicals were spread among all 12 positions， and varied depending upon the wor

43、kbeing done in each position.As part its Lean efforts， the Wing Responsibility Center has reconfigured these sealing operations into two moving linesfor 767 and 747 wings。This process results in no moren r s g k t a tim：e 7 d 7 g n e g ，one of each in the vertical paint booth。The moving lines, estab

44、lished in April 2000， have four or five workstations， dependingon airplane model, on each side of the wing。 At these fixed workstations， mechanics perform exterior sealing and corrosion sealing as the wings move slowly by on two drive units。 Each workstation is heightadjustable to improve ergonomics

45、 and has a point of use chemical station containing the materials required for each processing step。 Waste isdeposited and collected at the point of use stations.The Wing Responsibility Center has short-term plans to add intank sealing, exterior masking, and painting to the line activities. Long-ran

46、ge plans include the possibility of adding leak testing, plumbing installation, and the large-scale painting currently done inthe special paint booths。The moving seal lines， as currently configured, have achieved the following benefits：FlowFlow days have been reduced from 13 to 6 for the 747 and fro

47、m 12 to 6 for the 767.Crane moves， required to move the assembled wing throughout the factory, have been reduced from 7 to 5. （Limiting crane moves is a priority for Boeing because the complexities of crane moves for large aircraft parts often cause delays in theoverall production process.）The point

48、 of use stations, affixed to work platforms, allow for better chemical material inventory control， reducing the amount of both chemical inventory andwaste. Boeing is also exploring the possibility of developing a process that wouldw s o x l t e n fo d t n s nono longer be required。 This would reduce

49、 the waste generated by sealantinventory that is not used within a specified period of time.Fixed position sealing requires less sealant， thereby producing less hazardous e。n , e e s s y n e r（i, 4 versus 12)， there will be less overall chemical inventory spread throughout thebuilding.There have als

50、o been significant gains in available floor space, which may be usedin the future to accommodate additional sealing and mechanical assembly processes.WRCs initial design efforts indicated that the ideal configuration for the moving lines would have been two parallel lines (one each for the 767 and 7

51、47）， thus optimizing building space。 Although the building currently has full environmental controls， Boeing determined that this ideal configuration (from a production process perspective） would require new building and environmental permitting activities。 Because implementation time was critical t

52、o the viability of this project， the anticipated delays of conducting theseactivities, and uncertainties associated with them， convinced WRC to accept a less than ideal configuration； aligning the moving lines to utilize existing ventilation systems and environmental controls。Technical constraints h

53、ave also influenced the development of the moving lines. Specifically, the cure time of sealants and paints dictate the flow time of the moving line。The flow cannot be too rapid because paints and sealants require specific curing timesInan effort to address this issue， the Wing Responsibility Center

54、 is currently exploring the existence of new technologies such as faster curing sealant and accelerated paint curing。5.747 Horizontal Stabilizer ProjectThe Everett Wing Responsibility Center also has examined the possibility of establishing a moving line for the 747 Horizontal Stabilizer。 Like the W

55、ing Seal process, the Horizontal Stabilizer production consists of both chemical and assembly processes。 Unlike the Wing Seal line, however, the WRC had interest in locating the entire horizontal stabilizer process line on the main factory floor。 The WRC currently joins the 747 horizontal stabilizer

56、 in the main factory, then transfers it to an environmentally controlled building, roughly mile away, for sealing, painting, and seal testing。 As a fuel cell， the 747 horizontal stabilizer must receive a seal testThe current test entails filling the cell with ammonia to detect anyleaks. Additional s

57、eal work and paint applications are also conducted in this facility. The WRC then moves the horizontal stabilizer back to the main factory for anti-corrosion applications and final assembly. (The anticorrosive application is conducted within temporary confinement walls with a ventilator.）The Wing Re

58、sponsibility Center has envisioned using small booths or other technologies to replace large scale chemical and painting processes and integrating these processes into a continuous manufacturing cellbased production flow, thus eliminating multiplecrane-dependent stabilizer moves in and out of specia

59、lized facilities。 This would create aone-piece,one-piece, pullproduction system capable of all stabilizer process steps ： assembly， sealing, painting, leak testing, and paint and corrosive inhibitor compound (CIC ） applications. WRC would depend on smaller，right-sized, moveable equipment to supportt

60、his redesigned process。The Wing Responsibility Center anticipates the following resource productivity gains fromimplementation of the 747 horizontal stabilizer moving lineAA reduction from 16 to 4 flow days。Elimination of 23 overhead crane moves, reducing the total number from 31 to 8.Space requirem